Congruence Model and Agile Transformation
In organisational behaviour field, congruence model talks about maximising the company's performance via uplifting the alignment and coherence between work, informal structure/culture, formal structure and people pillars.
Many companies are committed to agile transformation, few gets it right, fewer really reaps the benefit. Often, it is due to the isolated focus on one or two pillars in the congruence model.
Without the lack of references and literatures describing how agile teams should look like, formal structure often is the most organisations' starting point. Simply, to go agile, teams must be restructured to agile teams.
However, does the existing informal structure/culture support this restructure? Are people skilled up to work in agile team? Do processes associated with works/tasks fit in the new structure? Failure to address these questions will make organisations' agile transformation hang in limbo or even damage the existing productivity.
So how to get it right and how does congruence model help? Here is your high level roadmap.
Answer the question - why do I want to go agile, are there problems, how do problems manifest themselves?
Define your inputs - use SWOT, 5 forces models for thoroughness.
Describe what you want to get out from agile transformation - do these outputs align with the business strategy or these outputs will drive the new business strategy?
Conduct gap analysis on outputs (future state) and current state.
Root cause analysis - find out the root causes of the gaps overlaying the pillars of congruence model together with the existing congruence level.
Proof-of-Concept - model how you may address the root causes, applying data and conduct hypothesis tests.
Draw up the action plan - based on the outcomes of the PoC, get the action plan together.
Make sure you have business plan ready and are ready for both elevator or town hall pitch in order to influence various stakeholders.